Volume 16 (2022-23)

Each volume of Journal of Business Continuity & Emergency Planning consists of four 100-page issues both in print and online. Articles scheduled for Volume 16 are available to view on the 'Forthcoming content' page.

The articles and case studies confirmed for Volume 16 are listed below:

Volume 16 Number 1

• Editorial
  Lyndon Bird, Editor, Journal of Business Continuity & Emergency Planning
• Resilience risk controls and the Netflix Unified Resilience Framework
  Scott Baldwin, Global Head of Enterprise Resilience, Gayle Anders, Global Business Continuity Program Manager and T.J. Mead, Global Technology Continuity Program Manager, Netflix
  Abstract

  This paper argues that programmes built around existing enterprise resilience/business continuity management (ER/BCM) metrics provide a low return on investment, which ultimately can damage the perceived value of the industry. It goes on to introduce a new approach to creating and measuring ER/BCM programmes that provides a much greater level of return for a smaller investment. Finally, it describes how this new approach can be used to satisfy traditional programme requirements, and provides a shared framework for emerging uses, such as cyber resilience.
  Keywords: business continuity, technology resiliency, disaster recovery, information security, enterprise resilience, criticality, capability

• How to leverage business leadership’s newfound interest in business continuity
  Grace Burley, Managing Director, Witt O’Brien’s
  Abstract

  In 2020, business continuity programmes around the world came under the spotlight like never before. This paper investigates whether business continuity professionals have done enough to maintain this newfound attention and leverage the opportunity associated with it. The paper argues that business continuity professionals must build on the lessons learned from the COVID-19 response and work more closely with business leaders. The paper describes practical and tangible ways to do this, including leveraging data and asking leadership for feedback on existing approaches and plans, with a view to maintaining business leaders’ focus on business continuity.
  Keywords: business continuity, business disruption, business leadership, business continuity data, business continuity plans, business crisis, resilience, supply chain, pandemic

• Public–private intelligence coordination
  Chris Trzeciak, Vice President and Business Continuity Risk Officer, Nuveen and Michael Hink, Police Officer, Chicago Police Department
  Abstract

  The majority of US critical infrastructure is managed and controlled by the private sector. Nearly all commercial and retail banking is operated by private corporations and non-public entities. This reality creates the need for timely information sharing between the public and private sectors to support effective crisis response. This paper explores the current information-sharing environment between the public and private sectors and identifies best practices for improving information sharing between private and public sector organisations.
  Keywords: public–private partnership, information sharing, intelligence coordination

• The pros and cons of having a third-party vendor manage one’s business continuity programme
  Kurt Sohn, Vice President, Client Experience, Virtual Corporation
  Abstract

  Whether starting from scratch or inheriting a business continuity programme that has struggled to meet management expectations, how does one choose the best path forward? When is the right time to leverage external resources, and how does one do so effectively? When should one look to outsource certain parts of the programme, and when does it make sense to rely completely on third-party vendors? This paper discusses the key information to know before making such decisions, providing readers with the tools they need to evaluate vendors properly before entering into a contract, thus helping organisations hire the ‘extra help’ they need.
  Keywords: outsourcing business continuity, outsourcing business resilience, business continuity consulting, business continuity as a service, disaster recovery as a service

• Business continuity beyond COVID-19: Lessons learned and the ‘illusion of preparedness’
  Tracy Hall, Senior Manager, Wolf & Company
  Abstract

  The COVID-19 pandemic has forced organisations to react swiftly to an evolving crisis and find creative solutions in real time. In a relatively short period, remote access, employee hardware requirements and flexible work schedules have significantly raised people’s expectations regarding what constitutes a ‘normal’ level of preparedness. However, have organisations capitalised on the lessons learned from the event to improve operational practices and business opportunities, or has the situation merely created an illusion of preparedness? This paper describes the incredible strides made over the last two years before exploring the key lessons that have been overlooked and discussing the potentially misleading sense of readiness that threatens to prevail.
  Keywords: pandemic planning, COVID-19, preparedness, business continuity

• Remote work and climate change: Considerations for grid resilience in the 21st century
  Jackie Ratner, Senior Project Manager, National Center for Disaster Preparedness, et al.
  Abstract

  This paper explores how the unprecedented dependence on remote work since the start of the COVID-19 pandemic has affected the demand for electricity. The paper discusses how the increased dependence on information and communication technologies has driven a shift in the daytime demand for power, from the commercial sector to the residential sector, prompting changes in the way electric utilities plan for peak load demand. As the article goes on to argue, this exposes the growing need for greater grid resilience in order to safeguard the supply of electricity in the face of increasingly frequent potential disruptions such as extreme weather events. The paper finds that emergency planners and responders, public agencies, utilities and other public and private sector stakeholders will need to collaborate ever more closely when devising and implementing solutions as well as when responding to emergencies.
  Keywords: remote work, energy, electricity, grid, resilience

• Returning to the workplace during the COVID-19 pandemic: A framework to inform business decision-making
  Lisa M. Koonin, Founder and Principal, Health Preparedness Partners
  Abstract

  During the COVID-19 pandemic, many office-based workplaces closed and a large proportion of the workforce switched to working remotely. Plans to return to the office, however, have been delayed on several occasions due to surges in cases related to virus variants. Recognising that businesses need to know when and how to return safely to their offices, this paper provides a six-part framework to help guide their decisions regarding workplace re-entry.
  Keywords: COVID-19, pandemic, return-to-work, workplace, policies, office, framework

• Society matters: What steps can be taken to minimise elite panic?
  Deborah FitzPatrick, Business Continuity Advisor, St John Ambulance
  Abstract

  This paper examines the concept of panic, drawing on the experience of the people of New Orleans in the lead-up and aftermath of Hurricane Katrina in 2005. Of particular interest is how residents of the city were affected by the response from the city’s elite leadership. The paper discusses the lessons learned from this event and provides recommendations to reduce elite panic and improve cooperation between emergency management leaders and those governing the communities, regions and countries they serve, with a view to enhancing social capital.
  Keywords: panic, elite panic, psycho-social awareness, evacuation, emergency management, Hurricane Katrina

• Lessons learned from the California fire season: Behind the lens
  Dana Carey, Office of Emergency Services Manager and Isamar Garcia, Emergency Services Planner, Yolo County Office of Emergency Services
  Abstract

  Wildfires in California have been progressively increasing in duration, intensity and frequency. In response, a number of best practices have been developed for mitigating and responding to fires within the state. This paper describes the lessons learned within core capabilities and describes current practices. Reflections are offered as a consideration and should not be interpreted as standards of practice.
  Keywords: California, fires, operational coordination, alert and warning, evacuations, mass care, preparedness